Organizational performance is an important concept in strategy research. In this paper, we interrogate the predominant focus on organizational performance as an aggregate organizationallevel dependent variable and review three ways in which its role might be fruitfully reconsidered: (1) broadening consideration of performance to more disaggregated levels of analysis, (2) orienting research around the idea of performance as both input and outcome and finally (3) recasting performance in terms of performativity. We provide examples of research that has adopted each of these alternative approaches. We then examine the contributions and drawbacks of each perspective, before proposing an agenda for future research.
528Stéphane Guérard, Ann Langley & David Seidl M@n@gement vol. 16 no. 5, 2013, 566-578 Copies of this article can be made free of charge and without securing permission, for purposes of teaching, research, or library reserve. Consent to other kinds of copying, such as that for creating new works, or for resale, must be obtained from both the journal editor(s) and the author(s).M@n@gement is a double-blind refereed journal where articles are published in their original language as soon as they have been accepted. For a free subscription to M@n@gement, and more information: http://www.management-aims.com © 2013 M@n@gement and the author(s).
Special Issue
566Rethinking the concept of performance in strategy research: towards a performativity perspective M@n@gement vol. 16 no. 5, 2013, 566-578 Rethinking the concept of performance in strategy research: towards a performativity perspective
AbstractOrganizational performance is an important concept in strategy research.In this paper, we interrogate the predominant focus on organizational performance as an aggregate organizational-level dependent variable and review three ways in which its role might be fruitfully reconsidered: (1) broadening consideration of performance to more disaggregated levels of analysis, (2) orienting research around the idea of performance as both input and outcome and finally (3) recasting performance in terms of performativity.We provide examples of research that has adopted each of these alternative approaches. We then examine the contributions and drawbacks of each perspective, before proposing an agenda for future research.